MB0049 Production Mgmt

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MB0049 Project ManagementASSIGNMENT- Set 1NAME : AMIT PATHAK

ROLL NO : 1302016570

Q1. Describe the CPM model. Briefly explain?Ans.)Network analysis technique used in complex project plans with a large number of

activities. CPM diagrams

(1) all activities,

(2) time required for their completion,

(3) and how each activity is related to the previous and next activity.

A sequence of activities is called a 'path,' and the longest-path in the diagram is the

critical path. It is 'critical' because all activities on it must be completed in the

designated time, otherwise the whole project will be delayed. Also called critical path

analysis or critical path methodology.

PERT/Cost SystemsThe traditional cost variance analysis alone is insufficient for evaluating performance;

information also is needed on work progress. Early attempts to correct for this using

PERT/CPM went to the opposite extreme by ignoring costs and focusing entirely on

work progress. If PERT/CPM users wanted to integrate cost control with network

planning methods they had to develop their own system. In 1962 the U.S government

developed a PERT-based system which combined cost-accounting with scheduling,

called PERT/Cost system. The system became mandatory for all military and R&D

contracts with the Department of Defence and National Aeronautics and spaceadministration. PERT/Cost was a major improvement over traditional cost-accounting

techniques because it blended cost with work schedules

Steps to construct a PERT chart for a project:1. Identify all tasks or project components. Have a brainstorming session to capture all

tasks needed to complete the project. Document the tasks on small note cards.

2. Identify the first task that must be completed. Keep the appropriate card at the

extreme left of the working surface.

3. Identify any other tasks that can be started simultaneously with the first task. Line up

these tasks either above or below the first task on the working surface.

4. Identify the next task that must be completed. Select a task that must wait until one

of the tasks identified in steps 2 and 3 is completed. Place the appropriate card to the

right of the card showing the preceding task.

5. Identify any other tasks that can be started simultaneously with the task identified in

step 4. Place these tasks either above or below the said task on the working surface.

6. Continue this process until all component tasks are sequenced


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Finishing the remaining workAs the project nears completion, the project manager tends to relax and keeps out of

meeting, out of sight, and out of focus. The team members follow the lead and relax as

well. As a result, commitment to the project gets affected. Depicts the graph of

commitment to project vs. action of project manager and team members given by

Philips.

Team member action

Commitment to project

Project manager action

Graph of commitment to project vs. Action of project manager and team members

Further, there is a tendency for the members to the members to do the work directly

related to meet time and quality standard, while leaving a number of small work

outstanding.Besides, many issues crop up during the various stages of a project and some of them

remain unresolved. For proper closure of the project, such tasks and issues are to be

listed and a network may be drawn to complete them.Get the client acceptance of the deliverablesThe first task of a project manager is to prepare a checklist of all activities which must

be completed before we seek acceptance of the deliverables.

A typical list may include the following:

Unfinished non-critical work The project tasks based on the WBS The deliverables Quality standard attained Documentation manuals Operating procedures Training of users

Outstanding issues to be resolved


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In formal acceptance, each activity is to be checked with reference to the performance

specifications jointly by the project team representative and the authorized

representative of the client and accepted. Once an agreement is reached on all

activities, the project manager may proceed with other tasks loading to the final close-

out meeting.

Contractual aspects and final accountingAll contractual commitment to clients, vendors, and suppliers are settled. Also the final

project accounting includes totaling the cost evaluations and reports, paying all

accounts, and closing the projects book.

Update and archive all documents.A project generates substantial volumes of documents, and it is essential that these are

collated and field for future use. However, this task is monotonous and least exciting.

Q4. Discuss the various steps of PMIS planning.

Ans.)Discuss the various steps of PMIS planningThe success of a PMIS (Project Management Information System) depends on its

effective planning. The PMIS is used for many purposes by a project manager like

budget estimation of costs, creating a schedule, define the scope, etc. Hence, these

should be considered while planning for PMIS.

The planning of PMIS includes the following steps:

1. Identify the information neededIdentification of the information that is needed is necessary for improving the decision-

making and the structure of the PMIS. Information requirements of project

stakeholders include the recipients of information, the type of information that is

needed, which includes format, contents, and level of details, the time the information

is required and how (by what media) will it be communicated to them.2. Capture dataTerm Capture data is used to state a process of preparing and collectingdataas

element of a process improvement or similar project. The function of data collection is

to attain information to maintain record, to make decisions for vital issues, and to pass

information on to others. Data can come from actual observation or from records. Data

collected from records is known as secondary data. Data collected from direct

observation is known as primary data. It should be ensured that all relevant groups are

represented in the data. A formal data collection process is essential as it makes

certain that the gathered data are both defined and precise and that subsequent

decisions based on opinion embodied in the findings are valid. Data possibly is

arranged in tabular form, data array or frequency distribution.

3. Process data into information


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An organization, to achieve its aims, needs to process the data collected intomeaningf

ul information. It should be presented in its most useful formats. Data must be

processed in a context to give it meaning.4. Communicate information to stakeholdersCommunication is the process by which information is exchanged between individuals

through a common system of symbols, signs, or behaviour. Toshow the importanceof communication criteria for success.

Q5. What are the important approaches to project control?

Ans) Approaches to project controlThe following are the key approaches to project control:

Variance analysisIt involves a comparison of the actual cost incurred on the project with the

budgeted cost of the project for a given time period to determine the variants.

The approach is inadequate for project control because of the following reasons:

It is backward looking rather than forward looking. It only indicates budget variance within a given time period and provides

no information on the value of work done on that period which is vital for

integrated project control.

Performance analysis1. BCWS ( Budgeted cost for work scheduled ) : It represents the total of three

components:

Budgets for all work packages scheduled to be completed. Budgets for the portion of in-process work scheduled to be completed.

2. BCWP( Budgeted cost for work performed): This is equal to the sum of threecomponents.

Budgets for work packages actually completed. Budgets applicable to the completed in process- work Overhead budgets

3. ACWP (Actual Cost for work performed): This represents the actual cost incurredfor accomplishing the work performed during a particular time period.

4. BCTW (Budgeted cost for total work): This is the total budgets cost forthe entireproject work.

5. ACC (Additional cost for corporation): It represents the estimate the additionalcost required for completing the project.


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Reasons of over-sum of a projectThe various reasons of an over- sum of a project can be stated under each phase of

the project.

6. Pre-feasibility study phase Delay in land acquisition Delay by an incompetent consultant.

7. Detailed project study phase. Inadequacy if the various requirements Poor technique selection

8. Scheduling phase of the project Delay due to award of contracts Delay due to performance of equipment, etc. Delay due to indecisions and delayed decision making

9. Development during start-up phase: This can happen during the project phase. Delay due to design changes Delay due to absence of commissioning specialties.

Delay in arranging special tools, manuals,etc

10. General delays: This can happen during any of the project phase: Weak project team Poor quality awareness Poor or no M/s system Ignorance of second project measurement practices

It may not be out place to mention that the principal causes of over-sum of a project ate

management failure and lack of commitment on part of the executives.

Q6. Describe the project planning process and explain it in detail?

Ans) The identification processThe main steps in the identification process of any project are: Identifying initial requirements. For example, when a company identifies a need for

a new or improved product due to R & D results or a consumer survey, the

management of that company will acknowledge the necessity of improving the

existing product in accordance with the consumers demands.

Validating them against the project


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Identifying the criteria such as quality objectives and quantitative requirements forassessing the success of both the final product and the process to create it.

Identifying the framework of the solution. Preparing a template of the framework of solution to illustrate the project feasibility.

Preparing relevant charts to demonstrate the techniques of executing the projectand its different stages.

Preparing a proper project schema a achieving the defined business requirementsfor the project.

Identifying training requirement. Preparing a training plan and a training calendar. Assessing the capabilities and skills of all those identified as part of the project

organization.

The review processThe main steps in the review process of any project are: Instituting a training plan to explain the project team members with the

methodologies, technologies and business areas under study. Updating the project schedule to accommodate scheduled training activities. Identifying the needs for review and reviewing the project scope Preparing a proper plan indicating all the requirements from start to finish of the

project and also at every stage of the project.

Preparing a checklist of items to be monitored and controlled during the course ofexecution of the project.

The analysis processThe main steps in the analysis process of any project are:

Comparing the actual details with that in the plan with reference to projectstages.

Measuring various components of the project and its stages frequently to controlthe project from deviating and also monitor the performance.

Identifying the preventive and corrective steps to be taken in case of anyvariance.

Performing root cause analysis for all problems encountered.If all the above steps are performed successfully, scoping and planning become

effective and the ideal outcomes are achieved. The team must strategies as to

how they will work the project with the customer and how they will achieve the

end goals of the project successfully and to the customers satisfaction then they

must write a scope statement to define the project, should be part of the project

plan.

Documents

MB0049 Production Mgmt